Agile Resiliency How CMMI will help Agile thrive and...

Agile Resiliency

How CMMI will make Agile Thrive and Survive

Copyright © 2014 Broadsword Solutions Corporation

1Copyright © 2014 Broadsword Solutions Corporation

Agile

1995- 2014

It was fun!

No documentation!

Fun words and games!

Skateboards!

Jolt Cola!

It was a fun party, but it’s not

1999 anymore….


Has your customer (or manager) ever said:

• Let’s be more Agile. But how about we only have a “weekly” standup?

• Let’s transition all of our projects “over to Agile.” By November.

• Sure, go ahead and be agile . . . Just don’t bother the customer.

• Be Agile. Be CMMI Level 3. Be ISO Certified. By Tuesday.

WHAT THE *#$*%&!! Does That Mean?



Aspirational


Operational




Requirements change too often

Projects are late and over budget

Frequent staff turnover

Can’t understand risk

In the dark about project status

Too many meetings

Customers unhappy

Customers discovering defects

Projects are unpredictable

Both CMMI and Agile are about solving problems


Think of both as “levers” that change behavior


Agile success has attracted a few small, new adopters . . .

General Motors alone has announced it is going to

insource IT by hiring thousands of IT professionals, and

“Agile” will be front-and-center

The Federal Government and General Motors will be the world’s largest purchasers of Agile IT Services

The DOD is actively pursing

agile adoption, and working

with the SEI on research

The VA is already having

organic success with Agile


These large-scale adopters will drive the standard

“Danger! Danger! Agile will change!” **

HINT #1: “Waterfall” was not created to be heavy,

burdensome, and document focused with mind-

numbing, soul-killing processes.

It evolved to meet the information needs of the

large scale adopters who were ALREADY running

their businesses this way!

Hint #2: They are still like this!

** or as we say in Detroit: “Suppliers don’t change GM. GM changes suppliers.”


The challenge with Agile is that while

we’re all off iteratin’ the biz is all off

waterfallin’

@CMMIAppraiser


Agile teams don’t use process, right?

Planning Poker

Refactoring Pair Programming

Test-Driven

Development

Value Velocity

Sprint Demos

PP SP1.1, SP1.2

REQM SP1.5

PMC SP1.1

RD SP3.4, SP3.5

VER SP2.2

VAL SP2.1, RD SP3.1

Many Agile teams embrace TECHNIQUES, but do not have a Resilient Agile Architecture


What is Agile Resilience?

re·sil·ience [ri-zil-yuhns, -zil-ee-uhns]

noun

1.

the power or ability to return to the original form, position, etc., after being

bent, compressed, or stretched; elasticity.

2.

ability to recover readily from illness, depression, adversity, or the like;

buoyancy.


Agile Resilience 3-Tiered Architecture

Nothing against FAST or DAD, but . . .

“Guiding the work”

“Managing the work”

“Doing the work”

Values include “Fail fast, iterative and

incremental, collaboration, focus on

people, continuously improve.

Methods include Scrum, XP, Kanban,

Spiral, Crystal, RUP, etc…

Techniques including “Planning

Poker,” “Daily Standup,”

“Retrospectives,” Sprint Demo,”

“Story-time”

Te

ch

niq

ue

s


Agile Resilience 3-Tiered Architecture – Risk / Issues

Incrementally deal

with issues and risk

Scrum

Daily Standup









“Story-time”Te

ch

niq

ue

s


Agile Resilience 3-Tiered Architecture - Estimating

Collaboratively

estimate projects

XP / Scrum

Planning Poker









“Story-time”Te

ch

niq

ue

s


Quality

Productivity

Level Focus Process Area

5 OptimizingContinuous Process Improvement

•Organizational Performance Management

•Causal Analysis & Resolution

4 Quantitatively Managed

Quantitative Management

•Organizational Process Performance

•Quantitative Project Management

3 DefinedProcess Standardization

•Requirements Development

•Technical Solutions

•Product Integration

•Verification

•Validation

•Organizational Process Focus

•Organizational Process Definition

•Organizational Training

•Integrated Project Management

•Risk Management

•Decision Analysis & Resolution

2 ManagedBasic Project Management

•Requirements Management

•Project Planning

•Project Monitoring & Control

•Supplier Agreement Management

•Measurement & Analysis

•Process & Product Quality Assurance

•Configuration Management

1 Initial


Let’s turn CMMI on its head….


• Don’t FOLLOW the CMMI

• Don’t be COMPLIANT with CMMI

• DO ask “the CMMI Questions” *

How are we doing?

How does it work?

How do we know?

How much is enough?

Do we know how to do it?

Do we know when to do it?

What’s the plan?

…. In other words, User Stories * See my Nov ‘12 Cutter IT article “Scrum + CMMI!”


Strengthening Agile Values

Use the guidance in the CMMI to help establish Agile Values

“As a Manager, I need to know: are we training our people enough?” (OT)

“As a Leader, I need to know: are our values clear to everyone?” (OPD, GP2.1)

“As a Leader, I need to know: what’s the plan for ensuring that people

understand our values?” (OPF, OT)

“As an Engineer, I need to know: what is expected of me?” (GP2.1, OT)


Strengthening Agile Methods and Frameworks

Use the guidance in the CMMI to help establish Agile methods and frameworks:

“As a PM, I want to know: which methods are we supporting and why?” (OPD)

“As a company, we need to know: which projects use which methods, and why?” (IPM)

“As a scrum team member, I need to know: how long are our sprints?” (PP, OPD)

“As a scrum team member, I need to know: how do we measure velocity?” (MA)

As a scrum team members, I need to know: how will we use relative sizing?” (PP, IPM)


Strengthening Agile Techniques

Use the guidance in the CMMI to help establish Agile techniques:

“As a Product Owner, I need to know: are our User Stories strong enough?”

“As an process leader, I need to know: which techniques will we be able to support

with tools and other resources?” (OPF)

“As a scrum master, I need to know: which projects use which techniques and why?”

(IPM, OPD)

“As a developer, I need to know what design and coding techniques are we going to

use?” (TS)


Make User Stories Stronger ….

RD SP1.1

RD SP1.2, SP1.3

RD SP2.1, SP 2.2,

SP 2.3

REQM SP1.5

REQM SP1.4

RE

QM

SP

1.1

RD

SG

3


Agile Resilience 3-Tiered Architecture - REDUX

“Guiding the work”

“Managing the work”

“Doing the work”









“Story-time”

Te

ch

niq

ue

s



The CMMI give us tools

To make IMMEDIATE improvements

Here’s of the them for you to

take back to your office today!

The key to strengthening the Resilient Agile Architecture, and

being a good “Agile Citizen,” is in these “Practices”


CMMI Version: Establish an Organizational Policy

Agile version: Are we setting clear expectations about which Agile values, methods, and techniques will be deployed and adopted?

Processes are the behaviors of real people and events – not documents! People need to

know what is expected for them to be successful.


CMMI Version: Provide Resources

Agile version: Do we have the right resources to successfully deploy Agile values, methods, and tools?

Processes represent real work that needs to get done, and that takes methods,

tools, equipment, money, and other resources.


CMMI Version: Train People

Agile version: Does everyone know

the Agile values, methods, and

techniques well enough to teach them?

Agile teams share skills and roles, and take a “one-developer, five-heads”

approach. Everyone must understand how it is supposed to work!

The productivity difference between a new trained team member, and one who

is dropped into the fire? Really High.


CMMI Version: Monitor and Control the Process

Agile version: How well are our

values, methods, and techniques

performing?

Remember GP2.2 “Plan the Process.” That pesky practice keeps coming back.

How are we doing?

Because if they’re not working, we should change them!


CMMI Version: Objectively evaluate adherence

Agile version: Are people living up

to the values? Are they using the

techniques? Are they adhering to

the methods?

Are people using them? If not, why not?

This is less “audit” and more mentoring. Don’t turn into the process police.


CMMI Version: Review Status with Higher Level Management

Agile version: Does management

care about how we work?

Are we getting the results we hoped for? Why? Why not? What are the

issues?

Management does a great job of reviewing PROJECT information, but when it

comes to PROCESS information . . . Uh, not so much.


CMMI Version: Collect Process Related Experiences

Agile version: How will the project

down the hall benefit from the

lessons we have learned?

Many companies collect lessons learned . . . into a black hole on a network

drive.

Don’t make that same mistake. Build a SYSTEM to ensure OTHER projects

learn from your mistakes.


The Agile Process Manifesto© . . .

Innovation

Useful Processes

Process Mandates

Certifications & Audits

Collaboration

Flexibility & Agility Rigid Compliance

Coercion & Punishment


Make Agile Resilient and Scalable by adopting CMMI

and make your organization great!


Need a Speaker for your next offsite event?

Jeff DaltonPresident of Broadsword

CSM/CSPOCertified Lead AppraiserCertified CMMI InstructorCertifiable Blogger, Twitterer, and social media fanaticAirplane BuilderAuthor of AgileCMMI

http://www.askTheCMMIAppraiser.comhttp://www.broadswordsolutions.com

http://www.askTheCMMIAppraiser.com

http://www.broadswordsolutions.com


CMMI or Agile: Why not

embrace both!

SEI Technical Report

Hillel Glazer, Jeff Dalton, David Anderson, Mike Konrad, Sandy Shrum

SEI Technical Publication CMU/SEI-2008-TN-003

http://www.sei.cmu.edu/publications/documents/08.reports/08tn003.html

www.broadswordsolutions.com/resources.php

Download our Technical Report

http://www.sei.cmu.edu/publications/documents/08.reports/08tn003.html


CMMI vs. Scrum? No!

CMMI + Scrum

Cutter IT Journal

Download at www.broadswordsolutions.com/resources

Cutter IT Journal Article

…scrum

http://www.broadswordsolutions.com


http://www.broadswordsolutions.com/resources

For answers to your CMMI questions head over to:

http://www.asktheCMMIAppraiser

Twitter: CMMIAppraiser

http://www.broadswordsolutions.com/resources

http://www.asktheCMMIAppraiser

http://www.twitter.com/cmmiappraiser

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